What shape of key account manager are you?
Twelve statements, two minutes, no sign-in. You will see which of the three stacks you lean toward, and what that makes you good at. Then, if you like, the shape your account actually needs.
For each statement, pick the answer that is true on an ordinary Tuesday, not on your best day.
Twelve statements. Pick one answer for each.
Nothing you choose leaves this page unless you ask us to email it to you.
You lean Operator.
Preference, not competence. The lean you reach for when nobody is telling you what to do.
Writing your shape from your twelve answers
Your portfolio classification. Each step up is a step change in stakeholders, decisions and prize.
Two accounts at the same complexity can need completely different shapes.
This is the book's table applied. The full tool interviews you about the account and adjusts each of the twelve with a reason in your own terms.
Nothing you choose leaves this page unless you ask us to email it to you.
Three stacks. Almost nobody sits equally in all three.
Value has to be created before it can be sold, and sold before it can be captured. The skills a key account manager needs are the human counterpart of that cycle, and most people lean, hard, toward one of the three.
creates. Reads the customer’s world, sees the value others miss, and shapes an offer worth buying. Strategic Thinker, Value Ambassador, Innovator, Change Agent.
sells. Makes the case twice, to their own leadership and to the customer’s buying group, and holds the price. Rainmaker, Relationship Builder, Influence and Negotiation, Business Acumen.
captures. Delivers the promise, measures it, and keeps the account running as a living relationship. Planner, Team Builder, Leader and Coach, Silo-Buster.
Preference is what you are drawn to. Competence is how good you are. This page reads your preference in two minutes. The full KAM Tri-Skills tool measures competence, sub-skill by sub-skill, against evidence, and charts it against what your account requires.
Ready to measure what this page can only glimpse?
Design the role an account needs. Assess yourself against it with evidence, not instinct. Get a line manager’s blind view. Then close the gap, rung by rung.